ML20101M565
| ML20101M565 | |
| Person / Time | |
|---|---|
| Site: | Crane  |
| Issue date: | 12/31/1984 |
| From: | Bauser D GENERAL PUBLIC UTILITIES CORP., SHAW, PITTMAN, POTTS & TROWBRIDGE |
| To: | Linenberger G, Smith I, Wolfe S Atomic Safety and Licensing Board Panel |
| References | |
| CON-#185-891 SP, NUDOCS 8501030150 | |
| Download: ML20101M565 (38) | |
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COUNSEL wm.TER S DIRECT D AL nun E R December 31, 1984 (202) 822-1215 Administrative Judges Ivan W.
Smith, Chairman Sheldon J. Wolfe Gustave A. Linenberger, Jr.
Atomic Safety and Licensing Board U.S. Nuclear Regulatory Commission Washington, D. C.
20555 In the Matter of Metropolitan Edison Company (Three Mile Island Nuclear Station, Unit No. 1)
Docket No. 50-289 (Restart - Remand)
Dear Chairman Smith and Administrative Judges Wolfe and Linenberger:
On Devember 28, 1983, Licensee provided to the Appeal Board, Licensing Board, and interested parties a December, 1983 status report of Licensee's response to the RHR Report.
En-closed is the December 20, 1984 status report, which provides an update on the action steps taken by Licensee in response to the RHR report recommendations.
Sincerely, P501030150 841231 gDRADOCK 05000289 PDR Deborah B.
Bauser Counsel for Licensee Enclosures cc: Service List O
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UNITED STATES OF AMERICA 1
NUCLEAR REGULATORY COMMISSION Before the Atomic Safety and Licensing Board In the Matter of
)
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METROPOLITAN EDISON COMPANY
)
Docket No. 50-289 SP
)
Restart I
(Three Mile Island Nuclear
)
Station, Unit No. 1)
)
Service List 1
Administrative Judge Chairman, Atomic Safety &
Ivan W.
Smith Licensing Boa 3 Panel Chairman, Atcaic Safety &
U.S. Nuclear Regulatory Licensing Board Commission U.S. Nuclear Regulatory Washington, D.C.
20555 Commission Washington, D.C.
20555 Chairman, Atomic Safety &
Licensing Appeal Board Panel Administrative Judge U.S. Nuclear Regulatory Sheldon J. Wolfe Commission Atomic Safety & Licensing Washington, D.C.
20555 Board l
U.S. Nuclear Regulatory Thomas Y. Au, Esq.
Commission Office of Chief Counsel Washington, D.C.
20555 Dept. of Environmental Resources 505 Executive House Administrative Judge P.O. Box 2357 Gustave A. Linenberger, Jr.
Harrisburg, PA 17120 Atomic Safety & Licensing Board U.S. Nuclear Regulatory Washington, D.C.
20555 Jack Goldberg, Esq.
Office of Executive Legal Dtr.
U.S. Nuclear Regulatory Commission Washington, D.C.
20555 i
l
t 7
l Docketing & Service Section Ellyn R. Weiss, Esq.
Office of the Secretary William S. Jordan, III, Esq.
U.S. Nuclear Regulatory Harmon, Weiss & Jordan ~
Commission 2001 S Street N.W., Suite 430 Washington, D.C.
20555 Washington, D.C.
20009 Mr. Norman Aamodt Lynne Bernabei, Esq.
R.
D. 5 Government Accountability Coatasville, PA 19320 Project 1555 Connecticut Avenue Joanne Doroshow, Esq.
Washington, D.C.
20009 The Christic Institute 1324 North Capitol Street Washington, D.C.
20002 Ms. Louise Bradford TMI ALERT Mr. Henry D. Hukill 1011 Grmen Street Vice President Harrisburg, PA 17102 GPU Nuclear Corporation P.O.
Box 480 Administrative Judge Middletown, PA 17057 Gary J. Edles, Chairman Atomic Safety & Licensing Michael F. McBride, Esq.
Appeal Board
'oBoeuf, Lamb, Leiby & MacRae U.S. Nuclear Regulatory
. 33 New Hampshire Avenue, N.W.
Commission Suite 1100 Washington, D.C.
20555 Washington, D.C.
20036 Administrative Judge Michael W. Maupin, Esq.
John H. Buck Hunton & Williams Atomic Safety & Licensing 707 East Main Street Appeal Board P.O. Box 1535 U.S. Nuclear Regulatory Richmond, VA 23212 Commission Washington, D.C.
20555 Administrative Judge Christine N.
Kohl Atomic Safety & Licensing Appeal Board U.S. Nuclear Regulatory Washington, D.C.
20555 A
1 Nuclear memorandum 4
Subject:
Status Update - RHR Report on " Primary Date:
December 21, 1984 Concerns of Licensed Nuclear Operators" NA/804 From:
VP, Nuclear Assurance - R. L. Long Location:
Parsippany - CHB ro:
President - P. R. Clark Vice President, Oyster Creek - P. B. Fielder Chairman, GORBs - I. R. Finfrock, Jr.
Vice President, Communications - W. L. Gifford Vice President, R & EC - R. W. Heward, Jr.
Vice President, TMI H. D. Hukill Executive Vice President - E. E. Kintner Vice President, M&C - F. F. Manganaro Director, Human Resources - D. G. Murray Director, TMI F. Standerfer Vice President, Tech Functions - R. F. Wilson The December 1984 status update is provided for the action steps recommended in the RHR Report. As the summary chart and graphs show, significant progress has been made.
The specific status connents have been substantially revised since the last status update as a result of T. L. Myers efforts to coordinate a final cocpany report.
B%/-
R. L. LUNG VP, Nuclear Assurance RGH/RLL/ mar Attachments Director, Training and Education.- R. P. Coe cc:
Organizational Development Director - T. L. Myers Attorney, D. Bauser (Shaw, Pittman, Potts and Trowbridge) l l
l A0000648 8-83
RilR TABLE 12/20/84 GPUNC RESPONSE TO RilR ACTION STEPS l
l (A) l (B) l (C) l (D) l (E) l l
Agree -
RilR TABLE Action Agree -
TOTAL Agree -
Underway Action to be Under Complete
- or GPUN Goal Scheduled Evaluation Disagree ll STATUS DATE 5/83 12/83 12/84 5/83 12/83 12/84 5/83 12/83 12/84 5/83 12/83 12/84 5/83 12/83'12/84
- 1 Safety Action Steps 0
6 11 10 4
0 1
1 1
1 1
l 12
- 4 Training Action Steps 1
4 9
11 10 5
3 0
1 1
15 l
- 5 Career Action Steps 0
1 2
3 3
2 1l 1
i 4l l
l l
l 1
- 6 Cooperation Between Depts l
l l
l l
i Action Steps 1
8 9,
7 1
0 1
0 l
l 9l l
l
- 7 Pay Action Steps 1l 1
3 1
2 0
l l
1 0
3 l
\\
l l
1
\\
l #8 Rotating Shif t Action Steps !
l l
l 1
2 2
l l
ll 1
2
- 9 Quality of Management Action Steps 0
2 3
2 0
l l
1l 1
0 l
3 I
I I
I i
l #10 Implementation Phase Action l
l l
l Steps 1
2, 2
1 0
l 2l l
ll L
I TOTAL 4
24 39 35 22 9
3 1
0 7
1 0
1 2
2 50 l
I I
I I
I I
I I
I I
I I
I I
I I
l i
Includes items where initial response is complete and continuing activity will be required.
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'RHR REPORT STATUS OF. ACTION STEPS '
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i!IIfj!diFfFl f
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a Safety Training Career Cooperation Pay to g
a y Implementation 8 AGREE COMPLETE 8 AGREE-ACTION UNDRWY
[7@ DISAGREE 9
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a
G RHR REPORT STATUS 01" ACTION STEPS Disagree (4.C5)
Agree - Action Underwa (18.0%) f Agree - Complete (78.0%)
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i C "U Nuclear Status of the Rohrer, liibier & Replogie (RIR) Report on "Primarv Concerns of Licensed Nuclear Ope.ators" R. L. LONG VP, Nuclear Assurance Division 12/20/84
RHR REPORT 12/20/84 Response Surenary RESPONSIBILITY RHR REPORT NA LEAD / SUPPORT TABLE TIME
RESPONSE
ACTION STEP 1
THI-1/ NA TF
- 1: Safety 1983 Agree - Complete Procedures - Simplification of emergency operr. ting procedures.
& 0.C.
STATUS: At Three Mile Island, Unit I (TMI-1) guidance for the use of 25 degree Farenheit subcooling margin has been replaced by Abnormal Transient procedures based on the Abnormal Transient Operating Guidelines (ATOG). Previous to AT0G we used 50 degree SCM. ATOG is based on input from Operators and their management and is a significant improvement and simplification over the emergency procedures they replaced.- ATOG facilitates the process for identifying correct procedures for.
handling a plant transient and has been implemented at IMI-1. Special training on ATOG was conducted at the Babcock and Wilcox (B&W) Simulator in Lynchburg,.
Virginia. Existing Administrative procedures have been revised to conform to ATOG, and clearly indicate that cautions precede the action steps to which they apply and procedural steps are not contained in notes.
At Oyster Crcek the new Emergency Operating Procedures (EOP) and Abnormal Operating Event Procedures (A0eP) have been prepared and were implemented following the 1984 training sessions. These procedures were included in the following training sessions.
A. License requalification training, continuous on-the-job, and six (6) days of training at the General Electric Simulator in Morris, Illinois.
B. Cyclic classroom training conducted every fif th week throughout the year. Thirty (30) hours on A0EP and forty-four (44) hours on Symptom Based Emergency Operating Procedures are included in each of these training sessions.
C. During the six (6) days of the simulator training E0P and A0EP use was stressed throughout the program wherever possible.
Approved versions of the Symptom Based Emergency Operating Procedures and the Abnormal Operating Event Procedures have been issued since initial training on the draf t procedures was completed. A formal evaluation of the draft procedures was used for training, versus the approved version, was completed and additional required training was completed prior to plant restart October 27, 1984.
.e.
RHR REPORT 12/20/84 l
Response Summary RESPONSIBILITY RHR REPORT N1 LEAD / SUPPORT TABLE TIME RESPOW;F ACTION STEP 2
THI-I OC.
ft: Safety 1983 Agree - Complete Dialogue on and analysis o'r procedural compliance issues in special cases.
STATUS: Procedural compliance requirements are now regularly disucssed with* Shift h
Supervisors Senior Reactor Operators, and Reactor Operators at TMI and OC..The
[
procedure owner concept is used that allows Operators to have direct input and identifies a specific contact person for any problems in a given situation.
Plant operations procedures are usually assigned to a Senior Reactor Operator.
Detailed instructions concerning procedural compliance are contained.in the Administrative Procedures Manual 1029. Conduct of Operations. Similar instructions are provided at OC in Procedure 106. The manual contains instructions for emergency situations where a procedure cannot be followed or when.
an operator needs information on symptoms. For instance, it provides specific authority to tche insediate action (a) to prevent or correct an unsafe or casualty situation which could adversely effect the health and safety of the pubile or (b) personnel safety or (c) lead to serious equipment / system damage, even when such actions are outside the requirements and guidelines of approved procedures.
At OC Operations Management continues to stress rigorous compliance with procedures. In line with this concept, a continuing dialogue is maintained with Shift Supervisors. This serves to identify and correct those areas where problems are caused due to unique plant conditions. Utilization of Procedure Control 107 at OC allows Operators to make changes, if conditions warrant, on a one-time basis to support the compliance requirements. GPUN's efforts in this area have received very positive feedback from the Nuclear Regulatory Commission (NRC) in the recent.
Systematic Assessment of Licensee Performance report on Plant Operations.
These actions are continuing and procedural compliance is stressed as an integral _
part of the Conduct of Operations At TMI-1. Abnormal Transient Operating Guidelines (ATOG) have been implemented.
These symptom based emergency procedures also reduce the volume of emergency procedures significantly. Additionally, administrative guidelines have been promulgated which require that cautions precede the action steps to which they.
ap ly and procedural steps are not contained in notes. These steps are being i lesented in all procedures as a part of the blannual review process.
t e
I i
i s
t l
i RHR REPORT 12/20/84 I
Respor.se Sumary f
(cont'd)
}
RESPONSIBILITY RHR REPORT NA LEAD / SUPPORT TABLE TIME
RESPONSE
ACTION STEP j
3 THI-I OC
- 1: Safety 1983 Agree - Complete Improve speed of feedback on procedural change recommendations made by operators. Establish policy on this.
STATUS: The procedure owner concept has resulte1 in significant improvement ~at TMI.
'l Additional efforts continue to streamline the required administrative ard review l
processes. At TMI and OC the responsibility for operating pro.cedures lies with i
the Plant Operations Division. Procedural compliance requirements are frequently I
reviewed with all members of the TMI-1 staff. The procedure owner concept has also been implemented at TMI-1. The Vice President of TMI-I specifically covers i
this topic in his annual one-on-one discussion with each Licensed Operator. This concept places responsibility for every procedure to a specific individual. In this manner, every member of the plant staff knows exactly who 'o see if she has a correction or suggested improvement for a procedure. Plant Administrative.
1 Procedure 1029, Conduct of Operations, provides detailed guidelines for procedural compliance. These detailed guidelines include authority to take immediate action I
to prevent or correct an unsafe or abnormal situation which could adversely affect the health and safety of the public, personnel safety or lead to serious equipment / system damage even when such actions are outside the guidelines'of i
approved procedures.
An OC Operations Department Staff Goal for 1983 was to " Improve Prccedures and-Enhance Procedures Review Compilance Through a Complete Evaluation / Review of all ;
Operations Department Procedures." As of October 31, 1984, on-shift Operators nad reviewed approximately 82 operating procedures which resulted in the submission of approximately 32 procedures change requests. In addition to the on-shift review, approximately 175 reviews had been made by the Operations Department. These combined reviews resulted in more than 140 Change Requests. This review is expected to be completed by December 1984, at which time the process will be repeated.
To speed up the feedback os. procedural change recommendations at DC the responsibility for operating procedures can be temporarily reassigned from the Plant Engineering Department to the Plant Operations Department.
RHR REPORT 12/20/84 Response Sucanary i
(cont'd)
RESPONSIBILITY RHR REPORT
& LEAD / SUPPORT TABLE TIME
RESPONSE
ACTION STEP 4
TMI-I OC
- 1: Safety 1983 Agree - Complete Improve mechanism of consultations with operations on development of procedures.
STATUS: At TMI the procedure owner concept has improved t3e consultation process.
Conmunications and consultation with the Technical Functions Divisfon concerning procedures has improved.
At OC reviews of approximately sixty (60) new Abnormal Operating Event Procedures (A0EP) and thirty (30) new System Diagnostic and Restoration Procedures (SDRP) has -
been completed by Operators and the staff. All comments have been forwarded to the Plant Engineering Division for resolution. These procedures have been incorporated into the Operator Requalification Program in order to familiarize them with this new information. Operator comments are solicitled during Requalification to determine if a revision to the content is necessary.
5 TMI-I OC
- 1: Safety 1983 Agree - Complete Improve process of review of procedures by operations prior to implementation.
STATUS: Major procedural changes, especially emergency procedues, are checked out on the Babcock and Wilcox (B&W) Simulator before being implemented at TMI. Once approved, all shifts are trained on these procedures.
During the 1983/1984 outage at OC, virtually all operations procedures were upgraded to include new plant modifications. New and revised procedures currently receive an independent safety review by the Technical Functions Division who performed a comprehensive technical and safety review of most of the operating procedures.
At OC, the review process for procedures has been impoved by obtaining Operator review when appropriate. Procedures primarily used by the Operations Department are forwarded to the Operations Control Manager who determines which procedures should be sent to Operators for review. Operator comunents are collected, evaluated and procedure change requests sunmitted as appropriate.
In accordance with the Boiling Water Reactor (BWR) owners group recommendations, an entirely new set of emergency procedures was prepared to replace the old " Event Oriented" guidelines. These new " System Based" instructions do not require the Operator to figure out what caused the problem. Guidance is given to correct critical parameters, regardless of the reason if it is out of an acceptable range.
t RHR REPORT 12/20/84 Response Susunary (cont'd)
RESPONSIBIL11Y RHR REPORT NA LEAD / SUPPORT TABLE TINE
RESPONSE
ACTION STEP 6
TMI-1 OC / M&C #1: Safety 1983 Agree - Complete Cooperation Between Departments - Especially speed of repair of backup equipment.
STATUS: GPUN Corporate Goal 9. " Discussions With Exempt Employees on GPL#1 Organizations" and TMI-1, Goal 2 " Individual Discussions by the Vica-President, TMI-1 With Plant Employees," are specifically designed to improve interdivisional cooperation.
Other divisions have taken siellar action and are currently working together toward these common goals.
At OC the Opes atiorn; Division interfaces daily with the Maintenance and Construction (NSC) Division and the Plant Material (PM) Department on identified needs to repair plant equipment. Joint plant tours are conducted on a weekly.
basis, with the major emphasis on improved housekeeping and mututal identification-of plant concerns. A concentrated effort to improve cooperation between GPUN divisions / departments is being practiced at the managerial level and is strongly endorsed at the supervisory level. Included in this framework is the " Reduction-of Backlog Maintenance Job Orders" as the nuder one priority on the urgent needs Itst generated by the Plant Division. The support of the Maintenance and Construction Division has resulted in a dedicated workforce to address this backlog. As a result of efforts and cooperation, all "short forms" designated by Plant Operations as required for restart were completed prior to plant startup.
Continuing efforts are being made to maintain good comununications between Divisions / Departments. MEC demonstrates senststivity to priorities for equipment.
repairs established by Plant Operations changes and f.aprovements as necessary.
One of the TMI-I goals for 1984 states, "Each department head / manager reviews the GPU Nuclear organizational structure and the role, responsibilities, interrelatio.as and goals of the various divisions with all meders of his/Ler staff during calendar year 1984." Management Interface meetings are conducted during each training cycle by senior members of TMI-1 management, during which overall corporation and departmental goals, progress, and achievements are reviewed with all personnel. Also, during the past two years, all Vice Presidents, as well as many senior Directors from other divisions, have attended the TMI-I Managers meetings to review their department's objectives, concerns, and progress. The daily 4:00 p.m. meeting and the Biweekly Project Status meetings basically involve members from all divisions, and provide the opportunity to coordinate each division's efforts to support overall plant objectives and schedule.
l t
i l
RHR REPORT 12/20/84 Response Summary (cont'd)
RESPONSIBILITY RHR REPORT
& LEAD / SUPPORT TABLE TIME
RESPONSE
ACTION STEP i
7 HR
- 1: Safety 1983 Agree - Complete Union and Management - At Oyster Creek.
STATUS: On January 27, 1985, there was a meeting of RHR, Jersey Central Poor and Light, and GPUN management representatives. The purpose of this meeting was to discuss the local union's original objection to the RHR Survey. The union's concern was minimized when the Company representatives explained the reasons for.the survey to local union officials. It was determined that this item did not impair RHR's effectiveness nor did it involve operator concerns, and it is completed.
In addition, the Company instituted supervisory training at both OC and Td! to assure that all supervision involved with contract administration was knowledgable of the Coopany's responsibilities to the Union. However, this training was not implemented as a result of the RHR study.
8 NA / THI-I OC
- 1: Safety 1983 Agree - Complete Operator Experience - Increase " hands-on" experience; more time of trainees in plant and with equipment; more coaching from shift supervisors; refine efforts for keeping instructors of trainees and licensed operators current on plant equipment, instrumentation and proce-i dural changes.
i STATUS: At TMI-1 the Basic Principles Training Simulator has been installed and is being l
used to train Operators. The Replica Simulator is scheduled for delivery by late 1985 and will be located in the new training building at TMI. Licensed Operators were trained at the Babcock & Wilcox (8&W) Simulator in Lynchburg, Virginia during three different sessions in 1983, and twice in 1984, to give them more in-depth training on Once-Thru-Steam-Generator (OSTG) tube leak / rupture procedures, the Abnormal Transient Operating Guidelines (ATOG) and low power operations. Future simulator training will be given once a year with additional training as necessaiy. The Replacement Operator Training Program has been revised and 1
includes guidelines for action, knowledge, and skills required for successful completion of each On-The-Job Training (0JT) task or checkout. The recommendations of the Operator Training Review Team were included in the revised OJT guidelines.
Startup OJT qualification cards have been developed for all Operators and will be l
completed during hot plant testing and the initial startup and test period.
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l RHR REPORT 12/20/84 Response Sumary (cont'd)
RESPONSIBILITY RHR REPORT NO.
L EAD/ SUPPORT TABLE TIME
RESPONSE
ACTION STEP 8 CONT *D In 1984, a Task Force was appointed to. conduct a job analysis of the TMI Operator positions. The results of the Task Force's findings will be used to validate and revise present and future classroom, simulator and OJT training programs. INP0 accreditation of the IMl-1 Licensed Operator training program is in progress and should be completed in early 1985.
Licensed and Certified Instructors at THI-I are required to maintain profielencies by attendance at classroom training for Licensed Operator Requalification. In addition, Licensed Operators are required to meet minimum watchstanding requirements. At OC a revised formal On-The-Job Training program, expanded from thirteen (13) to twenty (20) weeks for the Replacement Operator training, has been i
l established.
l l
During 1984, OC has revised and expanded its formal Replacement Operator training program from fourteen (14) to twenty-five (25) weeks, established plans for instructor participation in Licensed Operator Requalification Training, and increased the length of Replacement Operator Certification at the Horris Simulator l
from sin (6) to eleven (11) days.
A Basic Principles Training Simulator is scheduled for delivery in the First Quarter 1985 at OC. It will be utilized in the same manner as the TM! Simulator.
A formal qualification program, which inc1wles practical hands-on experience, has been established and implemented for Operator Training Instructors.
Af ter an extended outage the OC Startup Plan incorporated refresher " hands-on" training for Licensed Operators. Training included taking reactor critical system line-up changes, additional surveillance testing and additional system equipment operations.
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RHR REPORT 12/20/84 Response Sumary (cont'd)
RESPONSIBILITf RHR REPORf N1 L E AD/S UPPORT TABLE TIME
RESPONSE
ACTION STEP 9
- 1: Safety 1983 Agree - Complete Personnel and Family Problems - Determine utilization rates by licensed operations of Stress control Services.
~
STA TUS: Ten (10) Control Room Operators previously utilized the Employee aissistance Program (EAP) under the direction of Stress Control, Inc. at OC and TMI through Harch 1984. This represents approximately 20% utilization while the national average group utilization of an EAP is in the 45 to 61 population range. The Op rators who participated in the EAP expressed no concern about confidentiality.
In April 1984, the services provided by Stress Control were transferred to EQUIFAC, INC. for psychological screening, and to the Institute of Human Resources for employee assistance. The psychologist from the Institute of Human Resources has given a presentatiton to Shift Supervisors and Shift Foremen at THI-1.
l 1
10 HR / THI-I OC
- 1: Safety 1983 Agree - Complete Disseminate information on confidentiality and on availability of services through Stress Control and alternate sources.
We are recommending use of the Employee Assistance Program when appropriate (or employees at TMI-1.
STATUS: GPUN continues to recommend the use of the Employee Assistance Program (EAP) when appropriate to all employees at the Company sites.
As discussed in Number 9. Stress Control services were transferred to two private consulting firms in April 1984. An employee's use of the EAP is structly confidential unless his/her unescorted access is impacted. This is to be L
determined by the EAP psychologist / psychiatrist, whose goal is to rehabilitate and efforts are designed to return the employee to his/her previous assignment. A designated company representative can
- e contacted to help if necessary. In u
addition, each site Human Resources Department has a complete listing official agencies which provide employee assistance and is available upon request.
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RHR REPORT 12/20/84 Response Susseary (cont'd)
RESPONSIBILITY HHR REPORT NA LEAD / SUPPORT TABLE TIME
RESPONSE
ACTION STEP 11 flA
- 1: Safety 1983 Disagree Consensus on Components of Safety - Develop consensus between top management and operators on those factors contributing to safety on which there is divergence.
STATUS: Table ill of the Ritt Report, "Mean Wef$ts of Operators and Top Manegement on Contribution of Components of Safety to Overall Public Safety," was reviewed in an Office of the President /Vice President staff meeting on Apr;l 12, 1983. The differences between Operators and top management were felt to be consistent from their respective viewpoints.
12 NA
- 1: Safety 1984 Agree - Complete Develop consensus within top management on those factors contributing to safety on which -
there is divergence.
STATUS: A distribution of the responses made by management was obtained from RHR. A discussion of those items from the Table of Mean Weights of Operators and Top Management on Contribution of Components to Safety to Overall Public Safety was held at a December 1983 V?ce Presidents staff meet 4g. A further disucssion of the nine (9) items which appear to have divergences in which the distribution of responses was spread over i!ve or more numbers, was held at the Office of the President Staff Meeting on Friday, January 13, 1984. The meeting resulted in a general agreement and clear understanding that the divergence resulted from a variety of interpretations of the particular item. Subsequently, documentation of concurrence was issued to GPUN Directors, in memorandum NA/514, " Consensus on Factors Contributing to safety," dated January 17, 1984 by R. L. Long. The-following is a brief sunenary of the conclusions reached on each of these items.
Ites 178: Operator Knowledge of Emergency Regulatory Standards.
It was generally agreed that emergency regulatory standards are moderate to strong contributors to public safety. The one response indicating "no" coatribution.
reifected the individual's interpretation that all regulatory standards which are required for the Opertor have been implemented into einergency procedures.
Therefore, the Operator was not required to be specifically familiar with the source of the stendards, providing s/he was very familiar with the implementing procedures.
Item 182: Operators Adherence to Procedures.
It was agreed the Operator adherence to procedures is a strong contribution to public safety.
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RifR REPORT 12/20/84 Response Summary (cont'd)
RESPONSIBILITY RilR REPORT NO.
LEAD /S UPPORT TABL E TIME
RESPONSE
ACTION STEP 12 CONT'D ltem 184: Operators Appreciation of the Role of Support Departnents.
and i
item 185: Operators Appreciation of Public, Regulatory, and Political Concern about Nuclear Safety.
These two (2) items had the widest divergence of responses. This was due to the variety of interpretations of the meaning of these two (2) items. There was general agreement these items could affect one's attitude toward one's job and if that attitude was adversely effected, there could be sone contribution to safety, item 188: Operator Morale.
It was generally agreed the Operator's morale is of a moderate to strong importance to public s?fety, it was unanimous that if morale problems did exist, it would be necessary to take steps to correct them immediately.
Item 189: Operator Workload There was general agreement that either extremely high or low workloads could have an impact. If not corrected it would be a moderate to strong contribution to public safety.
Item 190: Operator Boredom, it was agreed that bcredom could have a moderate to strong contribution to public safety if corrective action was not taken.
Item 197: Supervisors Tightness of Discipline on Procedural Compliance.
It was agreed that tightness of discipline has a moderate to strong contribution to safety.
Item 199: Control Room Crowding.
The diverence was related to the deyee of discipline exercised when large numbers of people were in the control room, it was generally agreed crowding was of moderate to strono importance in maintaining safety.
g RHR REPORT 12/20/84 Response Summary (cont'd)
RESPONSIBILITY RHR REPORT NO.
LEAD /S UPPORT TABLE TIME
RESPONSE
ACTION STEP 13 NA / IF
- 4: Training 1983 Disagree Requalification - Eliminate " comprehensive test" portion of requalification test.
STATUS: After a thorough review of the concerns and educational advantages created by the comprehensive annual requalification examination, Operations and T8E Management jointly agreed that the annual examination should be continued. A contributing factor was the difficulty of preparing for and scheduling the Nuclear Regulatory Conmission's periodic independent comprehensive examinations, which are given on a random sampling basis.
Operators at both plants were advised. It will remain an ongoing practice.
14 NA / TMI-1 OC
- 4: Training 1983/1984 Agree - Conplete Make repetitive parts of requalification training more attractive.
(0ngoing Effort)
STATUS: The Basic Principles Trainer (BPT) at TMI has had a significant impact on this concern and has been enthusiastically accepted by the Operators. Installation and use of the Repilca Simulator will make the repetitive parts of rtqualificaton training even more attractive, interesting and worthwhile.
The use of the BPT enables instructors to directly relate theoretical concepts in the areas of reactor theory and principles and heat transfer, fluid flow, and thermodynamics to practical applications in the plant via demonstrations and exercises on the simulator and the use of its CRT's DC will be acquiring a BPT during Fir.t Quarter 1985 which will also be integrated into the requalification training program. More student hands-on involvement is a training goal.
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RHR REPORT 12/20/84 Response Sueenary (cont'd)
RESPONSIBILITY RHR REPORT NA LEAD / SUPPORT TABLE TIME
RESPONSE
ACTION SIEP 15 NA
- 4: Training 1933 Agree - Action Post schedule for coming year of requalification training including outilne of content on Unaerway operator Bulletin Board at each facility.
STATUS: Each Trainee gets a copy of the training schedule for the subsequent six (6) months. During the first cycle of training time is spent discussing plans for the year.
Similar scheduling procedures are used at TMI and OC.
Corporate Training and Education has developed plans to publish an annual schedule at the three (3) GPUN sites which will be updated quarterly and suppies'nted with a more detailed quarterly schedule. Weekly schedules will continue to be published and contain final details such as classroom location and instructor assignments.
15 NA/IMI-1 OC
- 4: Training 1983 Agree - Complete Content and Hethods - Include industry and community issues as well as GPU Nuclear approach to these issues in the training of operators.
STATUS: Operations at DC conducts plant status / discussion ses.fons with each shif t during the training week. The DC Coconunications Departwent works with Plant Training and.
Plant Operations to periodically present current status of important issues during the discussion sessions with the Operators. This will be evaluated for effectiveness by Plant Operations.
Through the Operating Experience and Assessment Group Required Reading Program and
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the internally controlled Plant Operations Division Required Reading System, fndustry issues, events and information are transmitted to the operatin) shifts on a regular basis.
At THI a management interface session is scheduled as part of w
~ and-requalification training where such issues are addrr-available to ansser questions on these issues.
The Conmunications Division provides all employees w activities, industry and cocanunity issues.
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RHR REPORT 12/20/84 Response Summary (cont'd) 1 l
RESPONSIBILITY RHR REPORT
& LEAD / SUPPORT TABLE TIME
RESPONSE
ACTION STEP 17 NA d4: Training 1984 Agree - Complete Reintroduction of " systems approach" for Navy trainees to understand r9e of equipment in plant.
STATUS: Current Control Roon Operator programs on-shift time have been expanded. At TMI, the Ex-Navy trainees receive additional systems training and complete practical factors that are required as part of the A0 prograr. Additionally, the basic CR0 program for all candidates has been changed such that three (3) weeks have been added to the in-plant on-the-job training portions of the program.
The OC schedu!e and systems instruction are tailored to Ex-Navy Nukes and on-shift i
time has been increased from two (2) to four (4) weeks. The qualification cards, which include systems knowledge, have been developed and are being implemented.
18 NA
- 4: Training 1983/1984 Agree - Action Develop diversified approach for mastery of theory for ex-Navy Nukes and trainees coming j
Underway up frou plant.
STATUS: The Basic Principles Training Simulators (BPTS) will aid in this aiaa by reducing the nunber of classroom lectures, and allowing Operators hands on experience at the simulator on all systems they are required to know and operate. The BPTS is highly interactive and allows a graphics display of the fundamentals underlying principles behind power plant operations. The theory instruction to Non-Licensed Operators has been increased to provide up to six (6) months of training in the areas of reactor theory, heat transfer, chemistry, individualized control:,
machanical and electrical fundamentals, math, physics, and radiation control.
Addittenally, TMI has recently introduced voluntary programs in reactor theory for those A0's who destra to become Control Room Operators TM! also permits Ex-Navy trainees for Reactor Operator licenses to take the validation examination (" test out") in theory.
The Equipment Opeator program at OC has been upgraded to include theoretical training on all of the systems AO's <,perate.
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RHR REPORT 12/20/84 Response SLamary (cont'd) q RESPONSIBILITY RitR REPORT NO.
LEAD /SL* PORT TABLE TIME
RESPONSE
ACTION STEP 19 IF / NA
- 4: Training 1982-1985 Agree - Action Simulator specific to TMI.
Underway STATUS: The TMI-1 Replica Simulator is scheduled to be delivered by December 1985. The TMI replica will replace use of the B&W simulator in Lynchburg, Virginia, which is currentij utilized in the training programs for Licensed Operators and Shift Technical Advisors.
At OC T&E management has made a recomendation to acquire a Replica Simulator and the recommendation is under consideration by the Office of the President.
20 NA
- 4: Training 1983/1984 Agree - Action Develop method for trainee to gaugu his growth in competency to operate during training Underway period.
i STATUS: The Basic Principles Training Simulators (BPTS) will aid in this area, as will increased guidance in the form of the On-The-Job (0JT) qualification cards. At DC the new Control Room Operator class on-shift time has been increased from fourteen (14) to twenty-five (25) weeks so that the students can complete the qualification card system.
The training programs require qualification check-offs from which each trainee should be able to judge his own growth and ac omplishments. The trainee, through his interaction with qualified Operators, wil obtain an assessment of his knowledge relative to the requirements needed to operate plant systems and the overall plant while taking plant walkthroughs and obtaining qualification checkoffs. Revised guidelines for OJT Training checkoffs were issued for Control Room Operator and Senior Reactor Oper; tor (and Equipment Operator) programs conducted at DC during 1984. This checkoff list provides minimum uniform standards of required knowledge with all requirements broken down into specific increments.
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t RitR REPORT 12/20/84 3
Response Summary (cort'd) 1 RESPONSIBILITY RilR REPORT NO.
LEAD / SUPPORT TABLE TlHE
RESPONSE
ACTION STEP 2I NA / TMI-1 OC
- 4: Training Early Agree - Complete Tighten standards and evaluation of trainees.
1983 STATUS: The qualification checkoffs are used to establish and insure tighter performance standards for trainees. Revised On-The-Job (0JT) Training Guidelin~es for the Reactor Operator Training Program were' issued in February 1984, at TMI, and in May 1984, at OC.
In addition to the information contained in Item #8, the Licensed Operator Certification procedures contribute to high standards and in-depth evaluation of trainees. The completion of the Operations Plan Manual systems sections has provided the Operator with learning objectives for each of the plant's systems.
These objectives can be used to conduct evaluations on systems knowledge.
22 NA
- 4: Training itid 1983 Agree - Complete Evaluate instructors on pedagogic skills with view to coaching and traproving, j
STATUS: This is being done on a continuing basis through the Instructor Evaluation Prograa i
and tne Instructor Training Program conducted at all sites.
The system assessing instructional skills allows for each instructor to be evaluated up to a total of eight (8) times per year. One of the evaluations is done by the Educational Development Section. Each Manager and Supervisor conducts his/her own evaluations which are factored into the periodic coaching / appraisal meetings held with the instructor. Additional audits of the training sessions are performed periodically by Quality Assurance. Educational Development also looks for both specific and generic weaknesses. The content of the Basic and Advanced Instructor Training Programs are reviewed relative to this data. Individual coaching is arranged through Educational Development on an ongoing basis.
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RHR REPORT 12/20/84 Response Sumary (cont'd)
RESPONSIBILITY RHR REPORT Na LEAD / SUPPORT TABL E TIME
RESPONSE
ACTION STEP 23 NA
- 4: Training 1933-on Agree - Complete Develop method for nonito Ing and improving consistency between training for licensing and (0ngoing Effort) requalification and testing for the same.
STATUS: In the area of initial licensing examinations pr. red and administered by the Nuclear Regulatory Commission (NRC), signifiant.rogress has been made in improving the consistency between the company's training programs and the Commissions examinations by providing the NRC with updated training materials and' procedures, including the learning objectives, prior to each examination.
Questions from our examination bank are also provided.
In the area of company administered examinations. consistency has been improved by an increased emphasis placed on testing to the penavioral learning objectives presented in the classroom. At TMI, the INPO Accreditation Team concurred that the behavioral learning objectives.re tested. It is expected that the work being done in the job analysis areas will lead to further improvement by improving and refining the behavioral learning objectives. Additionally, letters on the requalification examination are sent to the Operators annually. These letters provide broad guidance on the major topics covered on the examinations and aid the students in preparing for the examinations by refreshing their memories on what -
has been covered and will be testable.
The Operator Training Review Committees address this issue thru in-depth review of the operator training.
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J RHR REPORT 12/20/84 Response Susunary,
]
(cont'c)
RESPONSIBILITY RHR REPORT N1 LEAD /StPPORT TABLE TIME
RESPONSE
ACTION STEP
~
24 NA / THI-I OC
- 4: Training 1983-on Agree - Complete Develop methods for monitoring and improving consistency between training and ability to (0ngoing Effort) operate.
4 l
STATUS: The Training and Education Department regularly seeks feedbck from Operations and other user groups concerning their perception of training effectiveness. Regular Operations / Training meetings at OC and TMI assure this feedback process. This j
systematic approach results in identifying exactly what training is required and the most effective and efficient ways to present it. At OC and TMI, Training and j
Education and Operations Management frequently meet to discuss mutual concerns, define time spent by Operators and assess training needs, content and administration. Comments are evaluated and concerns addressed by making changes.
to training programs where appropriate. Training thoroughly evaluates t
feedback / comments and applies those suggestions in the upgrading training.
i General course material such as " Tour Training" for Equipment Operators has been modified and implemented to recognize the specific conditions at OC.
i The results of job and task analysis has and will continue to improve consistency
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between training and the ability to operate by more closely tying the training j
program to performance based objective:.
A Training Systems Development (TSD) Model has also been developed by the Train'ing.
f and Education Department for all sites to provide better guidance on l
systematically developing performance based training.
These models will be incorporated.into a series of guidelines to be'used by...
j Training to develop lesson materials. Training and Education has reviewed all of.
their theory courses to ensure correlation with plant examples.
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RitR REPORT 12/20/84 Response Summary (cont'd)
RESPONSIBILITY RHR REPORT NO.
LEAD / SUPPORT TABLE TIME
RESPONSE
ACTION STEP M NA / TMI-1 OC
- 4: Training 198T7TY84 Agree - Action Task analyses of what operators actually do as basis for training relevance.
Underway STATUS: The Training and Education Department subscribes to the task analysis approach.
A GPUN Training Systems Development (TSD) Model has been developed and appru.2d by INPO. At TMI the INP0 Job Task list for the Babcock and Wilcox (B&W) Pressurized Water Reactor (PWR) was utilized to conduct surveys which have resulted in TMI specific task lists. The lists are being refined and compared to existing programs to determine what changes, if any, are required. This will result in further upgrading of On-The-Job (0JT) Training programs prior to the start of the next class in each area.
At OC an effort has been started which will provide for the completion of the Control Room Operator (CRO) task analysis by April 1985. One hundred ninety one (191) site specific items have been validated by INPO. Current plans call for completion of the remaining one hundred five (105) items by March 1985 At TMI the INPO accreditation process for the Licensed Operator Programs requires an analysis which is being condur*.e4 by the Task Analysis Task Force described in item #3 26 NA / TMI-I OC
- 4: Training 1983 Agree - Complete Administration - Promote improved relationships between operations and training personnel.
STATUS: To address this issue, the Director of Training and Education has the Managers of Plant Training regularly attend the staff meetings of the site Vice Presidents.
The Training and Education Department established a Training Advisory Council in-1983, which continues to address this issue and others, ih raaatil membership consists of a representative from each division who reports direct to the Division Vice President.
At OC site monthly Operation / Training meetings have promoted inproved relationships.
At TMI the joint efforts of the Operations Divsion and the Training and Education Department in developing the Abnormal Transient Operations Guidelines (ATOG)
Prog am and the transfer of a Senior Reactor Operator and two-(2) Auxiliary Operators from Operations to 0parator Training has improved relationships between '
the twa organizations. The involvement of the Operators in the Training and Education Department's Simulator Development efforts has further improved
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RHR REPORT 12/20/84 Response Summary (cont'd)
RESPONSIBILITY RHR REPORT Na LEAD / SUPPORT TABLE T IME
RESPONSE
ACTION STEP 27 NA
- 4: Training Early Agree - Complete Targeted interviews in Training Department to explore issues, and other departments.
STATUS: The Training and Education (T&E) Department has held several followIup discussions with RHR. The various T&E responses to the RHR recommendations were reveiwed and RHR helped clarify the issues as they applied to TMI-1 and OC.
It was decided not to use RHR to conduct interviews of instructors. The various issues have been acdres;ed through the Operatror Training Review Committees at each site, and T&E Management is responsible for soliciting instructor input and concerns during the feedback meetings after every evaluative classroom observation. The Director of Trafning and Education meets anre_5211y with all new instructors to discusss this issue and a variety of other training related matters.
28 HR
- 5: Career 1983-on Agree - Coiaplete Entry - Improve pay differential between licensed operators and other departments.
STATUS: Since the Reactor Operators are members of the International Brotherhood of.
Electrical Workers (18EW), all compensation matters are subject to negotiation between Jersey Central Power and Light for DC, and Metropolitan Edison for TMI.
Prior to each negotiation, the Companies undertake a compensation survey with other utilities for key bargaining unit positions to assure that Company rates are competitive with the industry, i.e., hourly rates, bonuses and shift differentials.
29 NA
- 5: Career 1983 Agree - Complete Provide some training in theory to A0's with potential for RO.
STATUS: The Training and Education Department has increased theory training for Non-Licensed Operators.
The Auxiliary Operator (A01 initial training program provides extensive theory -
training to prepare them for:
A.
A better appreciation and understanding of the Reactor Operator's job, knowledges required, and to build confidence to enable them to ultimately perform as a Reactor Operator; 8.
Provide a better appreciation of the consequences of their actions in accurately performing their current duties.
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RHR REPORT 12/20/84 Response Sunmary (cont'd)
RESPONSIBILITY RHR REPORT N1 LEAD / SUPPORT TABLE TIME
RESPONSE
ACTION STEP 30 NA / HR iS: Career 1983/1984 Agree - Action College Credentials - Facilitate getting of degrees; credits for in-house courses, programs Underway in area colleges, Career Counsel.
STATUS: The Training and Educalon Department continues to develop and deliver educational career counseling programs. Additional programs from local colleges / universities are being considered to be brought to GPUN sites. At OC, a Masters degree in Business Administration and a Bachelor of Science degree in Mechanical Engineering programs have startad on-site. At TMI a Bachelor of Science degree in Mechanical Engineering was initiated in 1984.
Human Resources has established a divisional goal to offer career counselling as a company-wide program.
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RHR REPORT 12/20/84 Response Summary (cont'd)
RESPONSIBILITY RHR REPORT NO.
LEAD /S UPPORT TABL E TIME
RESPONSE
ACTION STEP 31 HR / ALL
- 5: Career 1983/1984 Agree - Action Career Paths - Develop and publish possible career paths and qualifications for them.
Underway p
STATUS: Draft progressions are in the process of development. Additional career path opportunities are being reviewed and will be made available to employees, provided sufficient flexibility can be worked into shift schedules.
A Nuclear Committee was established with representatives from TMI-1. TMI-2, and OC to review ar.d develop applicable recoamendations to management. Commiittee meat,ers are:
T. L. Myers, Chairman - Organization Development Director W. Boulware - Safety Review Engineer, OC J. Reopell - Group Operating Supervisor, OC H. J. Ross - Manager, Plant Operations. TMI ger TMI-1 R. R. Harper - Preventative Maintenance Mana I
H. A. McGovern - Shif t Supervisor, TMI-2 Initial efforts of the Group were delayed but Comunit6ee action will cosaance in the January 1935 timerrame. Individual counseling is avilable through tie site Human Resources Department.
32 NA
- 6: Cooperation Early Agree - Complete Emphasis on Cooperation - Discussion of issues with department heads.
1983 STATUS: The entire RHR Report has been reviewed with the Office of the President and Division Vice Presidents.
Divisions have discussed the need for interdivisional cooperation with all of their employees and periodic follow-up se stons are held by Department Heads.
Organizational effectiveness through inte. divisional cooperation is emphasized in-4 many management development programs.
33 NA/OP
- 6: Cooperation 1983 Agree - Complete Reinforce concept of organizational structure that operations is a key function and other departments have support function.
STATUS: There is a continuing effort to improve organizational understanding and cooperation. All Department Heads are held accountable by upper management to increase interdepartmental cooperation. Roundtables with senior management are conducted at the end of manageoent and supervisory development programs. See item f35.
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RHR REPORT 12/20/84 Response Sumary (cont'd)
RESPONSIBILITY RHR REPORT
& LEAD / SUPPORT TA8LE TIME
RESPONSE
ACTION STEP 34 hA / OF
- 6: Cooperation 1983 Agree - Complete Make cooperation between departments a GPU Nuclear Corporation Objective.
STATUS: Corporate Objective No. 5, is to ".. Improve GPU Nuclear's functiona'l capabilities." All Divisions are emphasizing the " concept" of cooperation through staff and employee meetings, interdivisional meetings, and when needed, development of interface agreements and procedures. This is an ongoing activity.
35 HR
- 6: Cooperation 1983 Agree - Complete - Develop system for evaluating managers on cooperation.
STATUS: This was included in the Performance Appraisal Form implemented in 1933. Section 3 under Performance Factors is a follows:
"3.
Working Relationships F.
Communication G.
Leadership H.
Teameork 1.
Employee Development" Further, the Performance Factors - Rating Definitions, defines TEAltdORK as
" contributing to, and cooperating with others in a comon effort." In each evaluation, this factor. is to be reviewed by the immediate supervisor and those sections of departments with which they interface.
Emphasis is included in the Hanagement/ Supervisory Development Programs and the Performance Appraisal Program. No other formal action is planned at this time. It will, however, be incumbent upon each Division and the Human Resources Department to assure that the issue is properly addressed during the 1984 Performance Appraisal process.
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RHR REPORT 12/20/84 Response Sumary 1
(ccat'd)
RESPONSIBILITY RHR REPORT NO.
L E AD/ SUPPORT TABLE TIME RESPONSL ACTION STEP 36 NA / ALL
- 6: Cooperation 1983 Agree - Complete Facilitating Cooperation - Identification of problems at interfaces between pairs of departments. Intergroup problem solving meetings.
4 STATUS: This was covered under Corporate Objective No. 5.
"...to improve GPUN's functional capabilities." Staff and employee meetings emphasize the " concept" of cooperation. This is a contiuulng activity.
The Vice President of Nuclear Assurance holds regular employee meetings to explore issues such as this.
Evidence of progress in this respect could be seen in the very supportive attitude of various organizational groups during the final weeks of the recently completed Oyster Creek outage. Completion of the Restart Certification Book leading to final signoff by the Plant Director required hundreds of verficiation signatures,
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numerous successful problem solving meetings of several organizational elements, and successful resolution of thousands of items.
1 The Vice President of Technical Functions is presently working with Training and Education on a major effort to address this issue.
At TMI-1, the successful completion of major plant jobs, such as the replacement.
i of a main coolant pump and the steam generator repairs 3 required continual and close interaction and esaperation among all departments, i
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RHR REPORT 12/20/84 Response Suumary (cont'd)
RESPONSIBILITY RHR REPORT NA LEAD / SUPPORT TABLE TIME
RESPONSE
ACTION STEP 37 NA / ALL
- 6: Cooperation 1983 Agree - Complete Educate departments on each other's roles.
STATUS: The following steps have been taken to promote a greater understanding between departments:
A.
A synopsis of the Organizations Plan has been distributed to all employees at each site and is on file in each Control Room.
B.
Organization and division functions are discussed by a designated representative in each training program, including Control Room Operator training. The Training and Education Department schedules designated representatives from each Divsilon to discuss their roles at these meetings.
C.
The role of each Department is reinforced through the " Nuclear Today" publication "Did You Know."
D.
At OC an organizational guide has been pubitshed which lists the reporting, relationship and responsibilities for all management a rsonnel at the Gjster Creek / Forked River sites.
E.
At TMI an Organization Plan and Organization Chart which reflect new.
assignments or changes is sent to the Control Room each month.
F.
Senior Managewnt recently conducted a two (2) day management retreat to identify and discuss current organizational issues and to reinforce the role of each department in the GPUN organization.
38 f.A / All f6: Cooperation 1983 Agree - Complete Training: Train supervisors in cooperation, operators in persuasion vs authoritarian ajiproacn, support department members fresh from school in importance of cooperation.
STATUS: The GPUN Supervisor Training Program addresses this issue. Key segments of the program, which is behavior modeling based, emphsizes the inportance of leadership, productivity, cooperation, and overall perfors'nce management.
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RHR REPORT 12/20/84 Response Suasary (cont'd)
RESPONSIBILITY RHR REPORT
& LEAD / SUPPORT TABLE TIME
RESPONSE
ACTION STEP 39 NA HR / ALL
- 6: Cooperation Early Agree - Complete Get people acquainted across departments. Post photographs of both licensed operators and 1983 support department foremen and supervisors at each facility with name and function, circu-late current rosters of department foremen with areas of responsibility location and phone.
ST4TUS: Corporate directcries are published to address part of this issue. At present site management has not approved the concept of posting photographs. Training and Education is planning to photograph and post the names of its personnel at the training centers.
Both supervisory and a:anagement development programs b-ing students together from the various organizations. The manages.ent development program conducted at all three (3) sites provides students with an opportunity to meet,and interface with personnel from other sites as well as senior management.
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RHR REPORT 12/20/84 Response Suwanary (cont'd)
RESPONSIBILITY RHR REPORT NA LEAD / SUPPORT TABLE TIME
RESPONSE
ACTION STEP 40 TMI-I OC/HR NA #6: Cooperation 1983 Agree - Action Werk toward sufficient flow of trainees so that those with operational experience can join Underway support departments.
1 STATUS: At OC, an objective of the Operations Division is to provide a career path and options for Operators to move into areas where their experience and knowledge can benefit the Corporation. With the achievement of the six (6) shifts in 1985 there will be more emphasis on moving Operators into other areas,
'.e., Group Operating
,l Supervisor, Group Shift Supervisor and Operti9g Shift Assistance positions into Training and other support divisions.
TMI-1 now has fifteen (15) licensed Senior Reactor Operators (SRO) and seventeen (17) Licensed Reactor Operators (RO) on their operating crews. This provides the Operators to support the six (6) port divisions and still maintain enough Licensed flexibility to move people to supshift rotation. During the past two (2) years the following moves have been made:
Oy:ter Creek 1 SR0 - Promoted to Radweste Manager Assigned as Operations Maintenance Coordinator (Rotating Assignment)
I SRO I SRO - Transferred to Fossil Plant Manager 1 SRO - Temporarily Transferred to Training for Simulator Developmer.t 1 R0 - Transferred to Quality Assurance / Quality Control I R0
- Transferred to Radwaste Shipping TMI I SRO - Transferred to Training as Supervisor of Licensed Operator Training.
2 A0's - Transferred to Taining as Instructors I SR0 - Transferred to Training for Operator Training I R0
- Transferred to Training as Instructor 2 RO's - Temporarily assigned to Training for Simulator Development
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RHR REPORT 12/20/84 Response Summary (cont'd)
RESPONS!21LITY RHR REPORT
& LEAD / SUPPORT 1ABLE TIME
RESPONSE
ACTION STEP 41 HR
- 7: Pay 1983 Agree - Complete Pay Differentials - Develop data on pay differentials between licensed operators and other disciplines at GPU Nuclear.
E 42 HR
- 7: Pay 1983 Agree - Complete Develop data on pay differentials in huclear Plants run by other utilities.
STATUS: GPUN performs annual salary surveys with other utilities for key bargaining unit positions to assure that Company rates are competitive, f.e., hourly rate, bonus and shif t differentials. Internally, GPUN attempts to maintain a salary differential between the Reactor Pperators, Supervisory positions, Group Shift Supervisors, and Graup Operating Supervisors to provide upgrading and promotion p-tential to management positions for deactor Operators. Specific salary information is available from supervisors or the site Human Resources Department, j
43 Ha
- 7: Pay 1983/1984 Agree - Complete Use data to reassess policies and plan appropriate action steps.
j STATUS: inamuch as GPUN wage and license bonus amounts are subject to local bargaining unit agreements, differentials can only be adjusted through union negotiation.
Several actions have been taken in the past few years to ensure equitable pay for Licensed Operators and to make certain that we remain competitive with surrounding utilities.
J 44 HR / OC iS: Rotating 1983/1984 Agree - Action Work to initiate 6 shifts at Oyster Creek as soon as possible.
j Sh;ft Underway STATUS: The is currently being done at TMI-At the time of the study, OC was on a four (4) shift rotating sesedule. This was increased to five (5) shif ts in February 1983.
OC Operetions Div:sion plans to ist.lement a six (6) shift rotation in January 1985.
Action by Pal:tenance and Construction has also been taken to implement a six (6) shift rotation of a maintenance crew to provide operational maintenance support.
It is planned that the on-shift maintenance crew will rotate in parallel with the i
Operations Department so that increased training, better cooperation, and round-the-clock support to the Control Room will be available.
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RH2 REPORT 12/20/84 j
Response Summary (cont'd)
RESPONSIBILITY RHR REPORT NO.
LE A3/S UPPORT TABLE TIME
RESPONSE
ACTION STEP i
1 45 HR / OC
- 8: Rotating 1983 Agree - Action Shift Scheduling - Study feasibility of each rotation being consistently eight hours later Shift Underway than previous et 0.C.
Study feasibility of twelve-hour shifts.
STATUS: This matter needs extensive review and study by the Nuclear Assurance and the Human Resources Departments with applicable divisional management end operating company labor relations representation. While other options may be available, the twelve (12) hour shift concept is not feasible for the following reasons:
o fatigue factor, o difficulty in scheduling.
l o reduced altertness and productivity, and a the need to negotiate item with the union.
The present focus is on estabitshment of a six (6) shift rotation at DC. After
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its implementation, the rutating shift concept will be re-evaluated.
i 46 TMI-I OC
- 9: Quality of 1983-on Agree - Complete Provide advance warning of changes in shift scheduling.
Hanagement STATUS: Advance warning of changes in shift scheduling is being provided whenever possible, i
At TM! the Agreement Between the Metropolitan Edison Company and the International Brotherhood of Electrical Workers, Art.icle 3.1 and #25 Memorandum of Understanding, notification to the Union at least forty-eight (48) hours prior to a shift change is required. The Company attempts to notify the Union where possible, well in advance of the forty-eight (48) hour contractual obilgation.
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At GC the Operations Division is committed to providing as much advance notice of shift scneduling changes as possible. In addition, Operations has submitted a proposed schedule change based on Operator input to the Jersey Central Power and i
Light. Human Resources Department for Union concurrence. This proposed shift i
schedule is the one preferred by the Operators and implementation is indicative of j
Management's desire to respond to their concerns.
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l RHR REPORT 12/20/84 Response Summary (cont'd)
RESPONSIBILITT RHR REPORT NO.
LE AD/S UPPORT TABLE TIME
RESPONSE
ACTION STEP 47 NA
- 9: Quality of 1984 Agree - Complete Interviews with cross-section of management on issues, concerns and quality of management.
STATUS: It was decided not to use RHR to conduct further interviews of GPUN* management.
However, several other efforts assist us in identifying concerns of supervisors and managers.
The Management Development and Supervisor Development Programs provide t
opportunities to identify and address concerns to Senior Management. Several Division Heads have had meetings with various groups of employees, as well as individual interviews. The Technical Functions Division has undertaken a major effort, with the help of Training and Education, to interview various levels of management and follow-up with action plans to address concerns.
The Director of Training and Education and the Vice President of Nuclear Assurance have discussed this issue with various managers. Human Resources has recently distributed a training needs assessment survey. Training and Education reviewed programs available to evaluate and assess individual management styles and practices. A senior level program has been identified. The Training and Education Department has also reviewed follow-up alternatives to the present Management Development Program. Recommendations for action were implemented early in 1984.
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RHR REPORT 12/20/84 Response Summary (cont'd)
RESPONSIBILITY RitR REPORT NJ[.
LEAD / SUPPORT T ABL E TIME
RESPONSE
ACTION STEP 48 NA
- 9: Quality of 1983-on Agree - Complete Assessment of managers; developmental coaching with individual managers; Management Management training.
STATUS: The Management Development Program has been revised to target behavioral objectives and managerial skill development. The Human Resources and the Training and Education Departments are working together to guide effective assessment of managerial performance. A senior level program his been selected.
This is a continuing activity.
49 NA / ALL
- 10: Implement-Early Agree - Complete Presentation of findings to Departments (so that Departments understand background of I
atton Phase 1983 Action Steps).
STATUS: The RHR Report has been distributed to management personnel in each Division.
Regular tracking and status reports of RHR action items were distributed by the i
Naclear Assurance Division.
I 50 NA / ALL
- 10: Implementa-1984 Agree - Complete Review of suggested Action Steps to determine feasibility, timing, and participants, tion Phase The report of RHR to management has been made on an ongoing basis. A full re is being written for the Operators, which will be completed in January 1985. port STATUS:
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